Business plan angelina's cantinas fratton for slideshare

Angelina’s Cantina
Business plan for the redevelopment of
former pub The Contented Pig in Fratton, Portsmouth, UK
Photo: A passing pedestrian eating chips
at The Contented Pig in Fratton
on 19 June 2012
June 2012
Updated October 2012
Business model for redevelopment of
derelict commercial properties in the UK
Angelina Souren
6F Kingston Road
Portsmouth PO1 5RZ
United Kingdom

Angelina’s Cantinas fast-food micro-mall model for The Contented Pig in Fratton, Portsmouth
Final version d.d. 4 November 2012
Page1
Contents
1.0 Summary ............................................................................................. 2
2.0 Introduction.......................................................................................... 4
2.1 General market background ............................................................... 10
3.0 The concept ........................................................................................ 12
4.0 Market analyses .................................................................................. 19
4.1 Market analysis fast food in general .................................................... 19
4.2 Market analysis ice cream .................................................................. 21
4.3 Market analysis Tex-Mex.................................................................... 29
4.4 Market analysis falafel ....................................................................... 31
4.5 Market analysis fish & chips ............................................................... 35
5.0 The Fratton location ............................................................................. 38
6.0 Marketing strategy............................................................................... 43
7.0 Management and staffing ..................................................................... 45
8.0 Implementation................................................................................... 47
9.0 Financial plan...................................................................................... 50
10.0 Key factors for success ....................................................................... 69
Appendix
Startup budgets, 34 pages

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1.0 Summary
This report contains a proposal for the development of an empty commercial
property – former pub The Contented Pig in Fratton, Portsmouth – into a micro-
mall with a fast-food restaurant. This concept latches on to market developments,
and addresses the demand for healthier and more varied fast foods.
The restaurant also has a MiniMart, which includes products sold by retailers on
the first floor and items like umbrellas, tortilla chips, Vosges chocolates, and art
posters. It will also offer some convenience items, such as teas and coffees. Its
weekly schedule encompasses face-painting and balloon-sculpting; we also want
to schedule live music and will have 3D-street art. We want an ambulant
family/children’s photographer on the site as well. Customers will be able to make
donations toward a food event and a counter displays the current total. There will
be a photocopy machine for customer use, and a community table. We also offer
take-away and delivery.
Although our restaurant brand will be our own – Angelina’s Cantina - its food offer
is “multi-brand”. Multi-branding may become the future of the quick-service food
industry, and is expected to “wow” customers. Multi-branding will allow us to
eliminate the power of the so-called veto vote (“No fish & chips!” “I won’t go if
they don’t have vegetarian food.”), hence attract groups of people with differing
tastes. Consumers prefer multi-brand restaurants six to one over single-
brand restaurants, says fast-food operator Yum! Brands.
The fast-food restaurant will have at least the following food types:
• Luxury ice cream (Italian);
• Falafel;
• Tex-Mex;
• Fish & chips.
In the winter, we will have hot soups and hot chocolates to help balance the dip
in the ice cream trade. As winters in Portsmouth are relatively mild, the dip here
is not as severe as it is in areas with a lot of snow and ice in the winter.
I have looked at several buildings in Portsmouth and really like The Contented Pig
in Fratton. The building is well known and has played a role in the community for
more than two centuries. It is highly visible, but is not listed as a monument. It
has a decent footfall and no food offer in the immediate surroundings (200 to 500
metres, with no food offered on its own side of the street within about 500
metres). On football match days, footfall is much higher, and so is vehicle traffic,
which is already high on all days. Passing motorists and pedestrians cannot help
but notice the changes to the venue and become aware of the new opportunities.
There is a wonderful space for an outdoor terrace (with activities) – oriented
toward the west-southwest – as well as parking, and the venue can be accessed
on foot from three directions. The building is also ideal for having an ice-cream
vending window opening into the street in the summer; a second window is
envisaged on the side of the terrace.
The building’s second floor would be converted into retail space, accessible
through a highly visible staircase as well as a lift. The top floor or the top floor of
the wing could become housing for the manager (i.e. me, certainly in the
beginning). The side wing’s ground floor could house the office.

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Financial picture
The building was originally purchased in July 2008 for £475,000. Without having
details for the building – such as “does it require treatment for dry rot?” – I
estimate that its renovation will cost around £200,000 (see startup budgets at
the back of this report). Launching the commercial enterprise Angelina’s Cantina
requires £600,000; this includes an operational buffer of £100,000 and buffers in
the actual startup costs (undefined capital expenditure listed as “other costs”).
Although the building’s renovation is an essential condition for starting this
enterprise, strictly speaking, it is not part of it.
The value of the property will have increased after the renovation (as would the
value of any surrounding properties).
I expect to be able to turn over between £400,000 and £1,200,000 per year. I
made calculations for a £600,000 turnover and the following four scenarios:
• Operating at a 35% margin and a £800,000 loan for 10 years at 8%;
• Operating at a 25% margin and a £600,000 loan for 5 years at 8%.
Taxes – other than council tax – were not taken into account yet.
In the first scenario, we would be operating at a loss during the first months and
ending in the black at the end of the year. The balance sheet, of course, would
look very negative because of the loan.
The fourth scenario signifies savings of about £150,000 on the loan repayments.
After the first year, we will have around £40,000 extra cash, on top of the
£100,000 buffer. This buffer could go toward paying off our loan faster, could be
applied toward the renovation costs (depending on the source/s of our funding)
or could start earning some interest.
No income from the retail floor (shop rental, room hire) is included in these
scenarios. The MiniMart’s turnover is set at reaching £50,000 at the end of the
year, but I did not research its potential, and I think it can be higher, for instance
because it will include artworks and reproductions.
All scenarios include 12 fte employees who will receive a so-called living wage
(which is still only at the level of the Netherlands’ minimum wage), and in
principle also a £100 tax-free vacation bonus and a £100 tax-free Christmas
bonus. The bonuses are not part of their contracts and are planned as a surprise.
The ground floor will be finished first. In the month before opening, we will run at
least 4 sessions of about 2 hours to which we invite 20 volunteers from the
public, including potential job candidates. These sessions will test different food
varieties as well as pricing. They will also give me a chance to observe potential
job candidates in a more or less operational setting in which they will be more
relaxed and more genuine than in job interviews.
Staff will be trained in the week before opening. This training will include
obtaining food hygiene certificates for those who don’t have them yet, and health
and safety matters. It will also result in the establishment of preliminary Standard
Operating Procedures, to be included in manuals for each section of the
enterprise.

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2.0 Introduction
The UK currently has many empty commercial properties as town centre vacancy
rates have doubled over 2010 and 2011. In February 2012, the percentage of
empty shops hit the highest level ever recorded - 14.6% - and it has stayed at
that level throughout March, April and May. On 5 September, Tiffany Holland
reported in RetailWeek that vacancy rates “remain stubbornly high”.
Photo: Two empty shops (opposite a third empty shop, not visible in this photo)
Cascades shopping centre, Portsmouth, 19 June 2012
At the same time, as many as fifty pubs close each week. Most are demolished or
converted into housing, but others remain empty for years. Apart from simply
being a waste of resources, abandoned buildings also are a problem as they are
often broken into and sustain fire damage due to arson. Not surprisingly, derelict
and empty properties have a detrimental effect on the prices of the surrounding
properties.
It is easy to blame the economy, but the real reason for the many empty
properties is more complicated. “A new approach is needed to attract the
public and meet its changing tastes and demands”, says Mary Portas
about it (The Portas Review, An independent review into the future of
our high streets, 2011). The public does not want more of the old, which
it has already abandoned.
On the other hand, the fast-food sector in the UK is doing very well in spite of the
recession (in contrast to regular restaurants). 'There’s a curious obsession with

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takeaways in the UK and despite a precarious economic situation, they are as
popular as always.' ( Read more at: http://www.dailymail.co.uk/news/article-
2074180/Average-Briton-eats-2-500-takeaways-lifetime-thats-46-
year.html#ixzz2Ac7hGyMQ )
Counter service is much faster than service at traditional restaurants, and allows
annual turnovers that are 3 to 5 times higher (after Peter Smale, marketing
director 1976 – 1983 of former fast-food chain Wimpy, on the BBC in 2012, in
“The men who made us fat”).
Around town, new food-related businesses such as coffee shops and notably
branches of fast-food chains have been popping up like mushrooms after a rain
shower. However, they tend to offer merely more of the same. Nothing is
refreshingly new. The number of empty seats in some of those new tea and
coffee establishments shortly after their start makes obvious that they likely
won’t last long. The owners may also have overlooked footfall.
A marked contrast can be observed with one new establishment that seemed to
be flooded with new customers from day one because it seemed to offer
something new at a location that is hard to miss. It’s the Garage Lounge, on 1
Albert Road. Work was underway for a long time, making me curious as to what
was going on, and then suddenly, it was there, in the first half of 2012. It has
long opening hours, of 7am until 11pm.
One online review for it said the following: “This is a great alternative to going to
the pub on an evening, which seems to be our only other option in the UK! I
hope more cafes will see that this is what people want, and will also jump on
board. I know of an ice cream parlour in Eastbourne of all places that does
a roaring trade in the evening!”
Others, however, commented that the food at the Garage Lounge could be better
and found the level of care to detail lacking. One person mentioned The Tenth
Hole on Eastern Parade, which has a slightly more enticing menu (note that it
includes falafel). Several people mention the fact that the establishment
seems to have become too focused on getting too many people seated (in
an attempt to meet its targets?). First of all, if you want to seat strangers at
the same table in Britain, you have to offer something to make up for it. My plan
has included this from the start, and in a different form, as on purpose. Also, this
is why having take-away can be a real plus, and having delivery helps too.
These comments all indicate that customers want more than they are currently
getting. They are eager for something new, and I am curious to see whether the
Garage Lounge will remain as busy as it has been so far. Also, I think that a large
portion of Portsmouth’s population – the more down-to-earth people – is not
attracted to such a place.
Somewhat in line with these developments is the fact that old-fashioned
convenience stores are not doing well either, whereas modern express
supermarkets appear to flourish. Many new ones have opened recently in
Portsmouth, even within relatively short distances from each other and from the
same chain. More are planned. The Uk’s convenience sector is growing faster
than the overall grocery market.

Page6
Photo: Recently started express supermarket,
a few feet from a new Greggs and an older Subway
Southsea, Portsmouth, June 2012
Customers clearly want more, these days. They are tired of the old dreary dusty
places; they want an up-to-date environment, perhaps with a touch of London,
Rome, or the States. They want to socialize in new ways. Notably younger people
in the UK state that they are bored, and that it is the main reason why many of
them drink. Portsmouth’s population is young.
That brings me back to the empty buildings. Empty commercial buildings often
have a lot of character, which gives them a unique marketability that new
buildings almost always lack. That character can be useful. Some of those empty
pubs and hotels as well as certain office buildings can be converted into micro-
malls that provide some of the entertainment value the public is looking for these
days. It does require a thorough overhaul, and the absence of any traces of
shabbiness or lack of care. Caring, says marketing guru Seth Godin, is a
competitive advantage, and one that takes effort, not money.
Besides the requirements of character and location, such empty commercial
buildings must have a ground floor with good access – from at least two sides –
and one or two higher floors that can be redeveloped for commercial use. They
may also have a top floor that could be used as living quarters for the manager;
banks tend to like that which can help in the acquisition of financing. Footfall
must be reasonable to good (200 to 300, with higher peaks) and there has to be
a lot of (nearby) vehicle traffic. They must have a good-sized outside space that
will get sufficient sunshine and can be used as a European-style terrace in good
weather, the parasols contributing to visibility.

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Terraces are inviting, as you can see in the photo above in which people are
standing talking on a terrace. In colder weather, a terrace can have heating
sources that add character. Amsterdam’s Vondelpark has a popular restaurant –
‘t Blauwe Theehuis – with a large terrace and balcony which have such heating,
and keep it popular all-year round. (Seating for 700!)
Suitable buildings are located in an area with a minimum of 50,000 households.
Not all derelict former pubs or hotels are suitable for redevelopment into a micro-
mall. Good buildings for redevelopment may have fire damage as they often have
been empty for years and are not listed, but they do have character and stand
out. Their high visibility is often enhanced by the fact that they have been
landmarks in the social landscape for decades if not centuries.
There may be a council requirement to maintain the outside appearance, which
limits certain other commercial uses, but could contribute to the ambiance of
such micro-malls. They cannot be listed buildings; being listed would make them
too hard to work with and too expensive to develop.
To be successful, such a micro-mall also has to contribute to the local community,
and actively develop ties with its surroundings. Redeveloping an abandoned
building into a micro-mall will not only boost the value of the upgraded property
and create jobs, it will also increase the value of any surrounding buildings. In
addition, it may slightly lower the burden on local fire brigades and law
enforcement.

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Photo: Characteristic building that has been unused for years
Portsmouth, June 2012
A micro-mall is also called a multivendor retail space. The type of micro-mall I am
proposing has a fast-food restaurant on the ground floor, called Angelina’s
Cantina. It offers the following kinds of food:
• Luxury ice cream (Italian gelato, both milk-based and water/fruit-based);
• Falafel;
• Tex-Mex;
• Fish & chips.
In the winter, it also serves hot soups and hot chocolates – underserved markets!
– to help counter a dip in the ice cream trade, which will probably be relatively
mild in Portsmouth. We will also offer take-away and delivery.
Additional items can be hotdogs and I am also very eager to experiment with
okonomiyaki (a traditional easy-to-prepare Japanese street food, sometimes
called “Japanese pizza”).

Page9
I have looked at various locations in different areas of Portsmouth. I selected The
Contented Pig as it is centrally located, is easy to find, and has a variety of
neighbourhoods around it, with a dense population. The building seems ideal for
this purpose, and does not appear to lack a thing.
Photo: The Contented Pig, at a rare moment
with no cars and no pedestrians passing
Portsmouth, 27 May 2012

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2.1 General market background
As already mentioned, new food-related businesses such as coffee shops and
tearooms, and branches of chains like Greggs and Subway – as well as express
supermarkets - are popping up all over Portsmouth.
It fits within the UK’s upward market trend for fast food. However, these and
many other new businesses tend to offer merely more of the same. Hand-made
cakes, pastries, sausage rolls, orange juice, tea, and coffee. Places “all doing a
similar menu” (quotation is from an online review for an establishment in
Marmion Road in Southsea). Nothing is refreshingly new, and the entertainment
factor is often low. These businesses are not innovative. Innovating means
taking a chance and starting a new type of business, doing something
different than what everyone else is doing.
Photo: Recently opened tea and coffee shop in former pub
Southsea, Portsmouth, 19 June 2012
In The Portas Review (December 2011), Mary Portas wrote the following:
An increasing number of shops are falling by the wayside as they fail to
meet the expectations of today’s increasingly sophisticated, time-poor yet
experience-rich, consumer.
The high street has a lot to learn from the new malls – 21st century urban
entertainment centres. These malls understand how to curate a space and
ensure that there is a balance of retailers so that the consumer has a

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vibrant and diverse shopping experience. Their marketing is sophisticated,
focusing more on experiential and uplifting messages rather than the
practical and the functional.
The British Property Federation submitted this response to the above Portas
Review:
Shopping centres and other out-of-town formats often have the
advantage of single ownership. The landlord is able to create an
identity for the centre, choose the retail mix, manage the centre so that it
reinforces the brand, co-ordinate marketing and refresh the centre
through regular reinvestment. Single ownership is rare on our high
streets, but that shouldn’t stop some of these elements being replicated.
Our high streets need to plan their identity and shape their retail offer
accordingly. They need leadership, business plans and day-to-day
delivery.
These two statements emphasize the viability of the business model I present in
this report. An innovative business provides unique value that customers can’t
get elsewhere. It’s not about marketing or slogans. It’s about taking a chance on
a different type of business than everyone else in town is already operating.
Many retail shops are adding the sales of coffee and other beverages to increase
dwell time, but they have to worry about visibility. The model I present here takes
the reverse approach. Our fast-food restaurant with its minimart will create footfall
and dwell time for the retailers on the other floor. John Ryan wrote in RetailWeek (5
September, 2011):
Perhaps the best example of a retailer being at one with an implanted in-
store cafe or fast food restaurant is actually in Cologne where C&A has a
branch of McDonald’s in the basement, adjacent to its young fashion
department, Clockhouse. This is normally packed and unlike regular
coffee shops, it acts as a downtown Cologne destination in its own
right, meaning incremental footfall for the retailer.
The wonder is that Primark hasn’t done something of the kind as well,
although it is fair to say that footfall is not necessarily an issue in a large
number of its stores.
Consideration also needs to be given to where to locate a coffee shop if
the green light is given to put one in a store. The dilemma that faces any
retailer is that a coffee shop has to be accessible, but it should not
interrupt trade and for those wishing to take a break they want and need
to be able to see the shop, but also to relax from the rigours of shopping
it. Solutions to this vary and one of the more common is the glass-sided
box that is part of the shop and yet separate from it.

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3.0 The concept
My brand is:
Indulgence, abundance, generosity, fun, ethical, adventure, social, local, down to
earth and practical.
“Cantina” matches the combinations of food brands that I have selected, and
conveys a sense of abundance and generosity, and a relaxed atmosphere. It also
has a tinge of the local – as a cantina is something local – and, at the same time,
of the adventure because it is a foreign word and we are offering new foods.
The micro-mall itself will serve as minor attraction. Curiosity will drive a certain
percentage of the customers into the venue, as they know in advance that they
will not have to spend a large amount of time inside if they find they don’t want
to, once inside. In contrast with large shopping centres, which take up much
more time for even a cursory exploration, customers can quickly pop in and out
of a micro-mall, not having to wind their way through long corridors lined with
shops. That also lowers the threshold for impulse visits considerably. The
ambiance must be a welcoming one, but also one in which customers can feel
free to browse, without feeling crowded by staff.
Ground floor
The ground floor contains Angelina’s Cantina which is a multibrand-type
restaurant, positioned between a traditional fast-food restaurant and a sit-down
restaurant. It will not offer any alcohol. In addition to luxury ice cream, it offers
three types of fast-food – falafel, Tex-Mex and fish & chips – capturing that part
of the public in which different fast-food tastes may prevent family members or
friends from entering a fast-food restaurant as a group. Customers can enjoy the
ice cream as a treat on its own, but also grab it as dessert after one of the other
foods.
Fast-food franchise operator Yum! Brands (KFC, Pizza Hut, Taco Bell, Long John
Silver's) believes:
Multibranding can bring great excitement to the future of the quick service
industry. Offering more than one type of food allows you to "eliminate the
veto vote" and give your customers a WOW experience. Research shows
that consumers prefer multibrand restaurants six to one over single-brand
restaurants.
Online (for instance at http://www.yelp.co.uk/topic/london-taco-bell-opens-in-uk)
consumers in the UK occasionally express the wish for multi-brand fast-food
restaurants, such as a KFC/Taco Bell combination or a Pizza Hut/Taco Bell
combination.
In the winter, the ice cream parlour has luxury hot chocolates, and we will also
sell hot soups. Hot chocolate is an underserved market, and so is hot soup.
Name
The word “cantina” was chosen to convey a sense of welcome and relaxation, but
also of adventure and culture. It contains a loose link to the Tex-Mex element,
but is not too specific. I prefer the word “cantina” over for example “kitchen”, as
the latter does not provide that feeling of adventure and culture. It also goes less
well with my first name.

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I looked into the meaning of the word and found that, depending on which
country a cantina is located in, it can be an establishment that predominantly
serves alcoholic drinks. Angelina’s Cantina will not serve any alcohol. It can also
be a men-only venue. In Mexico, a cantina can also be a place where people
gather to play dominoes, cards or other table games (but it does not have to be).
In Spain, “cantina” can refer to any establishment that serves food and drinks
and is located at or near a workplace.
There is also of course a link to the word “canteen”, indicating a food service
location within an institution in which there is little or no waiting staff table
service. The latter connotation would lower the threshold. London has a Canteen
“restaurant brand” at five locations; it serves British food.
Customer base and demographics
The take-away will notably attract customers from the immediate surroundings of
the micro-mall. The take-away will also benefit from footfall (people who pass on
their way home or somewhere else and grab a snack on the way) and passing
traffic. The delivery service will attract people from within the entire radius in
which we decide to deliver. Delivery attracts larger orders. The sit-down
restaurant and take-away will also attract customers from a much wider area,
who will come to the restaurant specifically for the types of food it provides as
well as its entertainment value, also from places like Southampton and
Chichester.
The fast-food sections of Angelina’s Cantinas are aimed two types of customers:
• A trendy crowd consisting of for example students, faculty, and
professionals aged 15 to 90, but notably people between 15 and 35, and
their children;
• A more traditional public in which parents or grandparents may opt for the
fish & chips while the youngsters would rather have a taco or a burrito or
go for healthy vegetarian.
The ice cream parlour will also draw two types of customers:
• People who come in specifically for the ice cream;
• Customers who have sat down to enjoy their fast food, find their eyes
wandering off to the scrumptious ice creams and decide to go for dessert.
The demographics of Portsmouth match well with the above. The population
density of Portsmouth is high; this is related to the housing mix which is different
from that in the rest of the UK. It is caused by the physical constraints of the city,
which is located on an island. One consequence of that is that it limits the local
branch’s growth. Growth may have to come predominantly from expansion to
other towns.
Ideally, I wanted to be able to service the Gosport area and Hayling Island
(delivery) and I have pondered solutions. Hayling Island is too hard to reach and
its population does not fit my target groups. Gosport can be reached via the
ferry; this would lead to longer delivery times, but customers ordering from
Gosport will be aware of that, and be made aware of it by us as well, to avoid
disappointment. (It may be better to open a second branch later, perhaps in
Fareham. )

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The 2011 census counted a total population of 205,100 and 85,500 households in
Portsmouth. This would likely not be enough to support two of these multi-brand
fast-food restaurants in Portsmouth. Portsmouth’s total population in June 2010
was 207,100 (according to the local authority). That this figure was slightly
higher than the census data may be related to student and tourist numbers, or be
caused by a typo.
Portsmouth has a larger proportion of young people than the rest of the
UK. It is also the city with the highest number of immigrants in the UK,
particularly the most skilled (BBC South Today, 11 April 2008). In June 2010,
the situation was as follows (census data).
Age % of population in
Portsmouth
% in South East
England
% in South East
England
0 - 15 16.6 18.9 18.7
16 - 24 18.7 11.4 12.0
25 - 49 36.6 33.9 34.8
50 - 64 12.3 15.4 15.0
>65 (m) >60 (f) 15.8 20.4 19.5
To be more precise, Portsmouth has a higher number of people aged 20-29
relative to other age groups in the Portsmouth population, and in comparison with
England and Wales, overall. Portsmouth has a lower number of people aged 0-15,
but also fewer people aged between 35-84 in comparison with the rest of England
and Wales.
Some background for possible future expansion
Hayling Island is part of Havant. The population of Hayling Island is
approximately 16,000 people, with a relatively high age (Havant’s highest
proportion of residents aged over 70) and continuing to age. Gosport has a
population of around 75,000, and about 35,000 households. The population of
Fareham is around 112,100, in about 46,600 households.
Layout ground floor
Angelina’s Cantina is not a traditional sit-down restaurant, but resembles the kind
of facilities found in museums, supermarkets and at airports, in the sense that
the level of convenience is high and the service fast and efficient.
Picture a rectangular area with the food counters to the right. At the back, a
doorway leads to office space and at the front is a vending window from which ice
cream and food can be sold to people passing the building. There is also a
vending window that opens onto the terrace. This would allow me to serve
passing customers, and customers on the terrace with limited staff and without
the need for cleaning inside the restaurant. It adds flexibility.
Inside, payment will take place at the quick-service counters when the customers
place their food orders. Customers in the UK often complain about the slow speed
of payment in restaurants. Quick-service counters should not have such a
problem. “Every 15 seconds you can cut in bringing food to the customer
adds 1% growth to the company,” according to Mike Donahue, former Vice
President and head of communications at McDonalds, and current fast-food
restaurant owner.
On the left is a MiniMart, with a separate till (checkout). Customers who come in
and grab a drink only can pay for it at the MiniMart as I want to avoid long lines. I

Page15
have walked out of fast-food restaurants too many times at the sight of the lines
in front of the counter if all I wanted was one item or I was quite “desperate”.
There will not be a separate take-away counter. It tends to feel discriminatory
(“cheap”) and not having a separate counter makes it much easier to keep all the
prices the same.
Image of an inspiration for the idea of the community table
The eating area has individual tables and chairs. There is also a long “community
table” at which customers can sit down with strangers and enjoy and pass each
other condiments. It is aimed at encouraging communication, and to increase
turnover (fewer empty chairs when it’s busy).
I have contemplated making the food at this table cheaper, but that is not
practically doable. This table may have better chairs. It will have flowers to make
it more inviting. It will also have newspapers into which we slip discount coupons
every morning, and there will be a wide variety of magazines (adding a light
educational touch). This is to compensate for the fact that people sit down at a
table with strangers. Who doesn’t want to talk can grab a magazine.
The food counters are the four following:
• a falafel bar where falafel (by definition vegetarian) is sold in pitta breads
– two or three choices (white, whole-meal and luxury) and where the
customers add their own sauces (at least three available), vegetables and
pickles and can top up their pittas as often as they like;
• A TexMex counter that serves Texan-Mexican food like tacos and burritos,
and salads;
• A fish & chips counter, which will likely also sell the hot soups in the
winter, and possibly hot dogs;
• An Italian luxury ice cream counter which will sell hot chocolates in the
winter (I may still have to add items for the latter to the startup budget);
• Display cabinets with luxury cold espresso macchiatos and the like, orange
juice, cola, and water, which customers can select and take to the
checkout counters. Having them out in the open encourages turnover and
speeds up the counter interactions over customers having to inquire which
drinks we have.

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• Coffee and tea will likely also be self-serve. We may introduce the good
old American habit of being allowed free refills. It won’t cost us too much,
but again will add a sense of abundance, and hospitality.
The eating areas are flanked by a minimart shopping area behind a stainless-steel
railing and turnstile, to prevent customers from wandering into the area with their
food. It is located to the left. It will attract customers who suddenly remember
that they still need a gift for a friend’s birthday, find themselves without umbrella
when they notice it’s started to rain outside or remember they have been wanting
to shop for a new umbrella but somehow never get around to it, or are otherwise
tempted by what they see while enjoying their food.
It will display items like art posters, exclusive reproductions, jars of olives, bags
of tortilla chips (also available at the food checkout), jars with dips for the tortilla
chips, possibly a taco kit (which would also be for sale at the food checkout), gift
vouchers (also at the food checkouts), Belgian chocolate (Jacques), Vosges
chocolates, and handy design items, besides the umbrellas. The umbrellas will be
modern, wind-proof designs such as the one developed at or in conjunction with
Delft University of Technology and the one offered by the Guardian
http://essentials.guardianoffers.co.uk/buy.cfm/accessories/windproof-umbrellas-
/41/yes/61963
Important is that this minimart also has to function as a traffic generator
for the retailers on the first floor, and contain items selected from their
merchandise, such as jewellery, or men’s ties.
An open staircase and a lift provide access to the higher floor. The higher floor
has to be highly visible for anyone who comes inside for food, whether to take
away or eat in. This is a matter for the interior designer/architect.
Higher floor
On the higher floor, we will offer retail space to other merchants, which we select.
The shops will sell items such as men’s ties, umbrellas, jewellery, (specialty beers
if allowed), perfumes, art posters and similar products, and there may be small
clothing boutiques. I still need to study on the specific mix, but I want it to have a
browse and entertainment factor.
The idea here too is to tempt those customers who remember they still need a
gift for someone or want a bit of distraction. It will be a bit more difficult to
attract customers from outside who do not purchase any fast food, as there will
not be any accidental footfall on those upper floors. There will, however, be some
cross-fertilization (word of mouth) from the fast-food customers who will help
spread the word, in addition to other kinds of marketing. There will also have to
be signage outside (on the building).
Another option can be to house an art gallery on the higher floor, but the art may
have to contain an entertainment factor. It may have to be video art or similar.
Ideally, the art will have a hands-on factor, offering the visitors an experience
that goes beyond merely watching artworks on a wall. It could have a high tech
angle.
I also want to have one or two meeting rooms upstairs which can be hired by
the hour, or for three hours. Over the years, I have participated in many
meetings at locations like these, and have a pretty good idea of what is needed.
There is a market provided our prices are reasonable and we offer good facilities
including coffee, tea and water and have a package that includes food as well. It

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will get people onto that higher floor and create footfall, dwell time and added
word-of-mouth publicity. I have not yet included equipment required for such
meeting rooms in the budget, specifically. In practice, it could become part of
“other capital expenditure”.
Delivery
The delivery department will have its own staff. At all times, one person stays
who is aware of all the orders that have come in within the past 30 minutes or so.
I have seen how confusing and crazy it can get when you have that dealt with by
the same people at the same time, and I don’t want this to interfere with counter
service. Delivery will be housed in an office at the back, out of sight; staff will
collect orders from the kitchens.
Delivery hours are 5pm to 9pm. I will have four part-time employees on delivery.
They can also cover breaks and assist whenever the counters and tills are busy
and delivery is quiet.
Piaggio vans would be a great marketing tool, and are likely safer than mopeds.
However, they can get stuck in traffic when mopeds can squeeze past. We will
have one Paiggio van, and two mopeds.
Most takeaways cover 5-10 miles for free. We will offer free delivery for orders
over £15, and charge £1 for delivery of smaller orders, and limit delivery to
postcodes including Cosham, Drayton, Farlington and Wymering. Southsea,
Landport, Eastney, Fratton, Milton, Buckland, Hilsea, North End, Baffins etc. That
covers postcodes PO1, PO2, PO3, PO4, PO5 and PO6.
Delivery to Gosport (PO12 only) may have to be for orders of £30 and more only.
Opening hours
I am currently working with opening times of noon to 9pm, Monday through
Saturday. I want to be open on Sundays too, certainly in the summer. I will likely
have to include “on the job trainees” (Job Centre) to cover this financially, in the
first year. Initially, I will only sell from the vending windows on Sunday, also to
assess demand.
Taco Mundo’s opening hours are only 4 pm to 10 pm, but we would miss out on
the lunch crowd, and such opening hours would not be good for ice cream sales
either.
The retailers on the first floor would have to fit their opening hours within our
opening times. I may need to adapt this, and can also envisage opening one
vending window between 7:30 and 8:30 in the morning. Twice per year, I want
to ask our customers what they think of our opening hours (and pricing
etc).
Mission
Our mission is to offer a healthy variety of fast food that is currently not on the
market in Fratton and Southsea – with the exception of fish & chips, which will be
offered at approximately the same price as when sold at other fish & chips
chops. The variety and the type of food we offer in combination with an elegant
yet relaxed atmosphere and attractive shopping on the site will
quickly establish our reputation as the most pleasant and innovative fast-
food restaurant in Portsmouth. It will also attract customers from neighbouring
towns.

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Community ties and entertainment
Angelina’s Cantina wants to develop ties to the local community in the following
ways. Here are some ideas.
• FOOD FOR PEOPLE: Customers can make a donation when they order their
food, whether take-away, eat-in or delivery. The web site as well as the
venue will have a donatometer, which indicates the total donated amount
at that point. As soon as this amount reaches a certain value… there will
be a day on which everyone who comes in can have a free burrito, taco or
falafel (up to a point; details to be worked out), food will be brought to a
care home, homeless people can come in for a free meal, or something
similar. People can also walk in merely to make a donation; they do not
have to purchase any food.
• Other activities, such as a cookie-baking or brownie competition, can be
considered.
• The shutters will not be boring steel-grey, but we will invite local (street)
artists to come up with designs for them. The winning design can then be
carried out by the winning artist. This can be arranged via Facebook,
AboutMyArea, and Twitter and other channels.
• There will be one large coin-operated photocopier for the public.
• At certain fixed times during the week, Angelina’s Cantina will offer face-
painting for kids and balloon-sculpting. If there is insufficient space
indoors and the weather is good, this may have to be restricted to the
outside terrace and the summer period.
• There can be an ambulant photographer for families or children, but
customers would pay for the photography service. He or she does not pay
us and we won’t pay him or her, but we will select him or her. This could
be in conjunction with a photography service on the first floor.
• After 6 to 12 months of operation, we will consider whether it is possible
to offer live local music during times of low, either indoors or outdoors.
Live music during times of low sales would draw more customers. During
times of higher sales, however, customers would stay longer to enjoy the
music, which would likely depress the sales volume, but it would also
interfere too much. (Theoretically, customers may decide to have another
taco while they stay for the music, but this is not very likely.) Live music
might also be a very good way to attract customers during the startup.
• There will be taster sessions/test panel sessions, starting one month
before the initial openings. We will invite people, and get their votes on
products, pricing and food variations (recipes).
The enterprise should be established with the firm intention that positive
interactions between a commercial enterprise and the residents benefit both the
community and the enterprise. Moreover, it will add a clear local character to the
restaurant, distinguishing it very clearly from a Greggs or a MacDonalds.

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4.0 Market analyses
4.1 Market analysis fast food in general
Jim Riley, co-founder of tutor2u, was a director at Thomson Travel Group Plc and
a Corporate Finance and Strategy specialist at PwC. He is graduate Economist, a
Fellow of the ICAEW and has an MBA (Distinction) from Bradford Management
School. In 2010, he wrote a blog post about how the recession is turning the UK
into a fast-food nation. He based this on the 2009 annual survey by the Local
Data Company, which has its researchers walking around in the UK’s largest
towns and cities and note which retailers are trading.
The fast-food sector increased its presence by more than 8% in 2008; the
number of fast-food restaurants in the UK’s top 10 cities increased by 8.2% to
more than 1,450. The survey found that the most successful fast-food brands in
2009 were Domino’s, Eat and Prêt-A-Manger. Domino’s increased its presence by
a whopping 50%, while “healthy” fast-food group Eat boosted its portfolio by
36.4% and sandwich chain Prêt A Manger by 29.7%. Burger King was the least
successful, and had to close 11.8% of its outlets in the top 10 cities.
This matches what is currently being said about sector trends. Consumers have
less money to spend, but do want to treat themselves, and are becoming more
health-conscious.
The FT quoted Stephen Broome, leisure analyst at PwC, as saying:
People still want their burgers and chips . . . but more and more people are
understanding the need for a balanced diet and that is stimulating the
demand for healthier fast food.
According to Keynote, said Riley, the fast-food and takeaway market was worth
around £9.3bn in 2007, having risen by 16% over the previous four years. All
the evidence from results reported by the likes of Prêt-A-Manger, Domino’s and
Subway during 2008 and 2009 suggests that the market has increased its growth
rate during the recession. The growing popularity of fast-food has been driven by
simple economics, as people trim their budgets and stay at home more in the
face of rising unemployment in the UK.
“Recession sees growth in fast-food outlets,“ agreed the FT.
At a time when restaurant chains, hit by higher operating costs and lower
spending among diners, are scaling back growth plans, fast food
companies, emboldened by new custom and lower rent, have expanded
their presence on high streets.
The Local Data Company currently reports an increase of more than 25% in the
fast-food sector and a growth of 25% for take-away.

Page20

Page21
4.2 Market analysis ice cream
Fortunately, Portsmouth has the UK’s highest population of foreigners (and most
of them are highly educated) as well as a mild climate with lots of sun, both of
which make the ice cream outlook in Portsmouth relatively positive.
To many people from other countries, the UK appears to have almost no ice
cream tradition at all, and anyone who loves ice cream often really misses it in
the UK.
In the US, it is a popular product that everyone loves, but I feel that it is still a
hugely underdeveloped market in the UK. The supermarket offer is poor relative
to that in the US, although some change is underway. Even the best ice cream
available is often a bit cheap and dull compared with those of the US. There is not
enough innovation, Instead, I see variations on what it is already out there.
Also, whereas Dutch supermarkets often prominently place their wrapped ice
cream treats near the checkouts, certainly in summer, the offer in British
supermarkets is often extremely limited. I believe this is because ice cream has
an image problem in the UK, where ice cream is not seen as a dairy snack or a
luxurious treat like chocolates, but as something one gives to children.
Photo: Jamie’s selling ice cream from a cart but only attracting children

Page22
Ice cream consumption is not encouraged in the UK. You can do a lot of walking
here, in search of nothing more than some ice cream in a cone. Even at Marks &
Spencer, a chain with a tradition of catering to the discerning palate, the ice
cream offer in the summer is downright sad.
Photo: Ice cream offer at Marks & Spencer in Portsmouth on 25 June 2012
More seriously, ice cream is sometimes mistreated, which acts as a major
deterrent on ice cream sales. Some supermarkets allow their ice cream to be
exposed to higher temperatures, and refreeze, which leads to the formation of ice
crystals (frozen water) in the ice cream, which damages the taste experience.
There is almost nothing more disappointing than bad ice cream.
I have even had the displeasure of having purchased a Magnum almond in
Portsmouth – costing £1.50 - that not only clearly had been allowed to thaw and
re-freeze, the juices of a thawed syrupy water ice had seeped into it and later
refrozen around the Magnum.
Ice cream must be kept at the right temperature and certainly never be allowed
to thaw; this is crucial. A study carried out at the Dairy Science Department of
South Dakota State University in 2011, however, indicates that light and full-fat
ice cream can be safely stored at -26.1 °C instead of at the customary -28.9 °C;
this results in energy savings.
Do it right, however, and you can turn over £350,000 per year.
Lucy Tobin wrote the following in the Evening Standard in July 2010.

Page23
“The ex-Lehman banker who
is making ice cream”
In the second of our series on London entrepreneurs, an Italian tycoon
says his crazy' idea is making serious lolly...
When Carlo Del Mistro decided to quit his lucrative job in corporate
strategy at Lehman Brothers in Canary Wharf to open an ice cream parlour
in rainy London, his family thought he was crazy.
"No one could understand why I wanted to leave the salary and security of
my job at a blue-chip giant to sell ice cream in a cold country," he says
from the Notting Hill branch of his burgeoning London chain Gelato Mio,
where a queue of hungry shoppers is snaking out the door onto Portobello
Road.
"But I couldn't find any decent ice cream in London. It was all pre-made
with flavourings, not fresh. I knew how popular ice cream shops were in
Italy and thought they'd work here.
"I took a two-year sabbatical from Lehman rather than quitting — it was
my back-up. I was supposed to go back last year, but by then, Lehman
had gone bust, whilst my risky ice cream business was doing very well."
In two years, Del Mistro, 29, has built up Gelato Mio from a single store in
Holland Park to a chain of four London branches. The others are in St

Page24
John's Wood, Fulham and Notting Hill. Its ice creams are also served in top
restaurants including Villandry.
Last year, with two stores, turnover hit £700,000. It's expected to rise to
£1.5 million this year with four. In fact, since Del Mistro dreamed up the
business idea during a London Business School MBA which was funded by
Lehman in 2007, Gelato Mio could have been one of the collapsed bank's
last successful investments.
But not everyone saw the potential from the start. Ice cream is a
dramatically cyclical business. And while Del Mistro had no fear of a cash-
flow chart that looks like an inverted ice cream cone — soaring in summer,
ignored in winter — lenders were anxious. "It was 2008, the banks were
running away from all business ideas, especially one involving a foreigner
with no property in the UK opening an ice cream company," he says.
"Instead I started off with £25,000 from my savings and money from
friends and family."
Next, the ice cream entrepreneur zipped around town researching a site
on his silver Vespa, before inputting his research into a spreadsheet. "It
was the banker in me," he laughs. "I wanted the shop to be near a school,
park, and Tube station, and have wide pavements. I put all the data into a
model, and Holland Park came out as best, so I found my first shop there.
"It wasn't easy. I was looking during the apex of the bubble for demand
for property. Landlords were extremely picky about their tenants. I was
turned down a few times. But now I've noticed some of those shops I tried
to rent are lying empty."
In the early days, Del Mistro — who swears he eats three scoops a day,
but has no belly to show for it — flew over a master Italian ice-cream
maker for training in the best recipes. Now his team are experimenting
with their own, including a World Cup competition pitting national flavours
against each other. Pimm's of England and Nigeria's guava are doing well
— despite both teams being knocked out of the real thing.
The ice creams are made using just-in-time production. "Two days ago the
strawberries from our strawberry sorbet were in the field, today they're
frozen in a cone. We need the best quality to make sure customers come
back," Del Mistro explains.
Now his business is established, it's easier to get the suits on side. "For
the first time, I managed to get a bank loan this year. Lenders were wary
because the restaurant industry was badly hit in the recession. They were
terrified by the cyclical cashflow, but I showed them what I've done so far
and eventually Royal Bank of Scotland agreed a £100,000 loan. Landlords
are much happier to deal with me now they can see the existing branches
doing well."
Next year, he plans to open another four branches in London and one
outside of the capital. Being an entrepreneur in Britain is, Del Mistro says,
easier than in Italy — "there everything is bound up with red tape" — but
he finds business rates in the capital expensive, and laments the time it
takes for planning applications to come through. "The council takes three
months to decide whether you can have tables and chairs on the
pavement, and the delays can hit business."

Page25
But that's not enough to send this ice cream entrepreneur back to
banking. "The salary is definitely not as good, but I could never return,"
he says. "In finance everything you do is intangible, there's nothing to
show for it. Here, I see smiling customers enjoying the ice cream. It's a
great way to make a living."
To encourage people to buy our ice cream and let them experience how good it
is, we will give out free samples. One employee could walk around the restaurant
offering free scoops in the first month and whenever our trade volume is a bit
low.
The UK ice cream market has expanded greatly over the past decades and
reached a value of £1 billion in 2011 (Mintel, September 2012). In the past five
years, the market for cream, sorbet and frozen yogurt grew by more than 19%,
reports Mintel. Sales of sorbets dropped, but frozen yogurt sales increased
dramatically. Volume sales, however, have been declining. Ice cream, however, is
certainly still seen as an affordable treat, and the sales are expected to increase
and reach £1.13 billion in 2016.
Globally, the UK takes tenth position with a consumption of 6 litres per person. In
terms of value, the UK also is in tenth position, with a £17 spend per person. As
many as 85% of all Brits buy ice cream. As many as 49% of the British love
buying a tub of old-fashioned ice cream and 35% prefer a cone. 25% buy from
ice cream vans.
Between March 2011 and March 2012, consumption of ice cream was 9% lower
among one-person households. 27% of these one-person households reported
that ‘It’s hard to fit ice cream in my freezer’, compared to 21% on average. This
indicates that there clearly is room for the impulse market for ice cream.
One-person households also seem to be more likely to limit their ice cream
consumption because of health reasons. This indicates that opportunities must
particularly be found in healthier varieties and in providing good nutritional
information.
It also hints toward one-scoop and two-scoop treats being seen as permissible, as
opposed to taking home large tubs from the supermarket. Ice cream brands have
been playing into this by providing small tubs.
Ice cream products can largely be divided into two main sectors: 'impulse' and
'take home'. We are targeting both markets, but will have an obvious emphasis
on the impulse segment. Impulse products include cones, bars, small tubs and
stick products. We will offer cones and small tubs. Take-home products include
large tubs and multi-packs. We will offer large tubs.
According to Santander, both ice cream sectors have benefited in recent years
from more households owning freezers and the increased popularity of adult and
premium products. Ice cream was once thought of more as a children's product,
but notably the types that we want to offer appeal to adults as a sophisticated
dessert or snack. Ice cream is also rapidly becoming a popular treat for all year
round and no longer limited to the summer.
As mentioned before, while the ice cream, sorbet and frozen yogurt market has
been growing and continues to grow, Mintel’s estimate is that volume sales
declined by 6% over the period 2006-2010 (even though others report that ice
cream is becoming more popular in the UK). Price inflation was a major factor in

Page26
this value growth and volume decrease. Rises in the cost of ingredients and
packaging, and in fuel and energy costs have put upward pressure on prices,
their effect partly offset by heavy promotional activity, says Mintel.
Santander agrees that the economic downturn hit the catering and hospitality
sectors hard, while rising ingredient prices didn’t help. However, particularly in
the difficult times, people like to cheer themselves up with a treat. There are
signs that people are getting fed up with the recession and are looking for the
bright side of life again. Recession or not, overall consumer behaviour is likely
starting to change somewhat now.
It is paramount to get the menu and the prices right, and even more importantly,
our ice creams must be delicious and of very high quality. Given that we will offer
an excellent choice of high-end ice creams, with innovative and traditional
flavours, at the right price, people will certainly be coming into our ice cream
parlour. This market is not well served yet in Portsmouth, and is underdeveloped.
Pricing scoops will be very important. It is very hard to raise prices once started;
it is likely easier to drop the price somewhat.
Supermarkets around town do not offer much at all in terms of impulse buys, but
I have noticed with interest that Tesco now occasionally moves a small ice cream
freezer to its check-out area. Fast-food chains like McDonalds offer ice cream
variations on their menu, but the lines can be too long to make it worth the wait
if all you want is ice cream.
There is a soft-serve ice cream cart in Commercial Road, but its cones are the
kind I avoid if I can (and throw away as soon as I can, eat as little of as possible,
as they taste like soggy carton and ruin the taste of the ice cream, lessen its
enjoyment, in my opinion). It does not have any other cones or small tubs.
It would be ideal if we could make our own ice cream as that would give us
optimal flexibility, also to experiment with new flavours. However, making good
ice cream is an art that one cannot learn overnight, and requires devotion and
passion. It also requires a substantially higher investment. Purchasing the right
ingredients could take up a lot of time as well. It is certainly something to be kept
in mind, but it is not what we envisage for the start.
We would like to offer Italian gelato, which tastes richer but is milk-based and
less fat than cream-based ice cream. It results in the tastiest, fullest flavoured ice
cream. Ice cream trends can suddenly change, and for that reason, we must
monitor the trends. A second option would be fruit-based, dairy-free sorbetti
(also known as gelato). This would appeal to a health-conscious public. A third
option would be soft-serve, simply because soft serve ice is very popular. Soft
serve contains a lot of air, which allows it to be pumped through a machine
(which is relatively expensive, however). Frozen yogurt, containing live-culture
bacteria, should also be considered. It’s a growing market segment in the UK and
also attracts the more health-conscious customers.
Suitable venues for an ice cream parlour have outdoor and indoor seating, are
located in an up-scale commercial business district including a residential and
office mix, have weekend and evening traffic, can be in a prominent location in a
food court corner or high-traffic corridor, have strong foot traffic, and high
visibility. Population is a key factor. Ideally, the area is somewhat congested.
The Contented Pig has many of these attributes. It is, however, not in an up-scale
environment and currently, no office buildings are within sight. It does have the

Page27
church on the other side of the street, and the surrounding residential areas offer
a nice and dense mix of households. The city centre is within walking distance
and we aim to make the restaurant and the mini-mall a popular lunch break
destination for office and shop staff who have seen the Cascades and Commercial
Road more times than they care to remember.
It is very good that there is sufficient footfall. Also, passers-by have a bit of a
tendency to hang around to make phone calls and things like that around The
Contented Pig. That too indicates that it is a good location for ice cream. The
location feels comfortable to pedestrians.
We will closely monitor the relationship between the weather and our ice cream
trade volume. If we see a strong correlation and a downward trend, we will start
offering luxury hot chocolates and a range of hot soups during the winter.
“Hot chocolate is a massively under-served market”, said Nick Holzherr on The
UK’s Apprentice. He has his own coffee and hot chocolate business (in addition to
a technology business). Brands like Options cover the home market with a
delicious and innovative range of flavours, but there is a lot more possible.
Particularly on market days and during events, ice cream, hot chocolates and hot
soups could also be sold from a van to increase our visibility.
Hot soup appears to be a largely overlooked market in the UK. In September
2012, Progressive Grocer wrote that “soup is a reliably hot commodity at retail
these days”, not just at supermarkets, but also at delis. “Soup is growing for the
first time in years, due to marketing efforts by the leading manufacturers, new
item introductions and pricing strategies.", reported Massachusetts-based
company Big Y. “Soup is now competing with simple meals; it has become a
simple, convenient alternative that extends to different meal occasions," says

Page28
Jason Homola, director of business development for soup and simple meals at
The Campbell Soup Co. in Camden, N.J.
Soup fans want to enjoy delicious soup, without having to make it themselves. A
new trend in soup consumption appears to be underway, although it is not clear
yet where it is headed. We can create our own market niche, by offering it not as
part of a meal, but as a delicacy in its own right. "We expect to see increased
segmentation and product specialization, rather than the traditional canned-
commodities approach," says Bookbinder's O'Neil, according to Progressive
Grocer.
The margins for an ice cream parlour are considerably smaller than those of the
fast-food sector. Housing a parlour inside a restaurant can help keep its
operational costs down and result in a slightly higher net margin.

Page29
4.3 Market analysis Tex-Mex
As far back as 2005, I already heard Britons state online that they would love to
see Taco Bell, one of the States’ major Tex-Mex chains open up franchises in the
UK. Later, a Facebook group was started to this end: Bring Taco Bell to the UK.
They had some franchises fail in the UK before, apparently, but their web site
now states that they have one restaurant in Manchester, one in the Lakeside
Shopping Centre (L3 Food Court) in Essex and one in the Eastgate Shopping
Center in Basildon. They are planning on opening more locations soon.
In the Netherlands, TacoMundo is becoming very successful. They started with
one shop in Amsterdam, not far from where I was living at the time. Now they
have ten branches, three of which are only take-out and delivery.
From what I can see online, TexMex food may have a mixed reputation in the UK.
People who have visited the US or have live there, often love it. However, I saw
one person associate it with cheap and low quality and another one with ‘chavs’.
This puzzled me and surprised me; it is something I need to look into. I don’t
think it is a problem at all, but I would like to understand it where it comes from
if this impression is shared by more than two people.
Prices at Taco Bell are 99p for burritos, tacos, and Mexican rice. I may have to go
a bit higher.
Portsmouth has one Tex-Mex restaurant – Las Iguanas in Gunwharf Quays - but it
is a full sit-down restaurant in which customers have a full meal. But what it you
do not want the whole enchilada, but just want to grab a burrito and walk out?
That market segment is not served yet in Portsmouth. I have heard reports (from
local police officers, who enjoy the food) of a mobile concession, but its
appearance is erratic and sporadic. I have heard it was in front of the local
Sainsburys once and I may have seen it on the seafront once (and if I did, its
offer was very limited).
TK Snax has very recently opened up in Gosport near the ferry stop. They offer
“Tasty Mexican and Caribbean food, Rolls and snacks, super Coffee and Tea”.
Their menu includes three kinds of burritos for £3.95: beef, pork and chicken,
various rolls, and Carribean food. This is a very interesting development.
However, their web site just had a server crash and it offers information like

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“packages are generally dispatched within 2 days after receipt of payment” for
“delivery”.
There is also a Chiquitos restaurant in Gunwharf Quays, as well as in Port Solent.
Several online reviews for it are negative. Then there is Chimichanga in Port
Solent. These are traditional sit-down restaurants.
Illustration: Menu of Dutch Tex-Mex chain TacoMundo

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4.4 Market analysis falafel
Falafel has a young and healthy image, fitting Portsmouth demographic profile
very well.
Falafel is a delicious vegetarian product, often served in pitta bread with lettuce,
cucumber, tomato and a variety of (pickled) vegetables and condiments.
Customers can get up from their seats and top up their pitta as often as they
want. Unlike with other fried foods, there is not even a trace of dripping fats from
falafel and it has a reputation as a very healthy vegetarian food. It fits very well
within British market trends.
Falafel bars are so abundant and successful in the Middle East that even
McDonalds tried to grab a slice of the market. Its generic McFalafel – slices of

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falafel served in a wrap with something sitting around it - didn’t do well enough
and McDonalds discontinued it. This failure could easily have been foreseen, as
nothing beats the falafel served in a real falafel bar, and falafel just doesn’t fit
within the McDonalds profile.
While the product may not be known as widely in the UK yet as Fish & Chips,
supermarkets like Waitrose and Asda do carry falafel. Boots offers wraps with
falafel, but doesn’t always have it available. Starbucks sells it too as a Falafel
Mezze bistro box.
Anyone who loves good falafel and has enjoyed it numerous times knows why
these supermarket and coffee shop varieties are not suitable for acquainting the
wider public with this delicious food. Only genuine falafel bars can do that.
The (gross) margin for falafel bar chain Maoz which started in the Netherlands is
about 75%; in general, the (gross) fast food margin is 65-73%.
http://thefranchisehound.com/2011/03/01/mixing-health-with-potential-wealth
The net (profit) fast food margin tends to be around 60%.
The Maoz chain’s establishments are not the kind of location where you dwell
after having consumed your falafel. In towns that have no other falafel
restaurants, a falafel bar can serve as a destination. In towns like Amsterdam,
where you can eat falafel in many locations throughout the city centre, you tend
to end up buying it when you pass an outfit while walking down the street. Falafel
as a fast food, however, may do less well away from city centres, on its own.

Page33
Photo: Example of a Maoz location
Maoz has recently branched out to the US; below is an American Maoz income
statement.
Maoz’s Potential Income Statement
Amount % of Sales
Average Store Sales $575,000
Royalties and Advertising $40,250 7.0%
Cost of Food and Packaging $149,500 26.0%
Labor $106,375 18.5%
Rent $69,000 12.0%
Other $57,500 10.0%
Owner Operated Cash Flow before Interest and Taxes $152,375 26.5%
Another successful chain is Just Falafel, which started in the United Arab Emirates
in 2007. The chain is now present in more than eight countries, and is expanding
rapidly to other countries. At the end of 2011, it announced that it wants to open
more than two hundred stores in the UK. I haven’t been able to locate on yet.
Fadi Malas, CEO of Just Falafel, said:
"Just Falafel took the idea of a humble, regionally popular food, developed
a number of international flavour varieties appealing to different palates,
and is turning it into a global phenomenon through quality, value and
service. Potential franchise partners have recognised the success of the
Just Falafel formula, and we're currently seeing strong demand from
the UK, India, and Canada – all of these markets are key growth
destinations between 2012 to 2015."
“Ah falafel. Food of the gods.” someone posted under a falafel film on YouTube.
That is how delicious it is.

Page34
Falmouth in Cornwall has had a mobile falafel business since 2007. This is what
people are saying about it:
“I am very jealous - I wish Fal Falafel could be a permanent feature of
Penzance. These are not just falafels, these are perfect falafels - my
reason for popping down to Falmouth on Saturday.”
- Gabriella Nonino
“I love Fal Falafel x”
- Jessica Gulliver
“The best and healthiest food in town! A cultural service to be enjoyed.”
-Tom Jones
“The best thing to happen to the centre of Falmouth in years…and it’s
unique!”
-Jo Tracy
“Beautiful food, also very healthy and well presented by Fal Falafel.”
- Ger Murphy

Page35
4.5 Market analysis fish & chips
On his web site, Jamie Oliver writes:
Good fish and chips are becoming harder to find these days, but there are
still some good boys out there making the real deal.
Sources:
Santander’s business guide for fish & chips shops
Fish and chips, although still a great British tradition, has suffered a decline over
the last couple of decades. The fast-food market changed rapidly during the
1980s and 1990s - burger bars sprang up everywhere and other new types of fast
food cafe opened, giving people a huge amount of choice. Fish and chip shops
didn't move with the times - people began to think of them as dull and old
fashioned. Fish and chips also came to be seen as an unhealthy meal because
everything is fried in fat.
All this meant that, while other fast food sectors have prospered in recent
years, fish and chips were left behind. Recently, many fish and chip shops have
woken up to the fact that they need to change. Some of the ways in which fish
and chip shops have successfully adapted to changing times include:
- Refurbishing the shop, to make it look smart and attractive;
- Serving a range of different meals, for example pizzas and even
sandwiches;
- Always serving top quality meals, cooked with the best available
ingredients;
- Trying new, healthier, cooking methods;
- Offering smaller lunchtime portions and meal deals;
- Sourcing fish and potatoes as locally and sustainably as possible.
Trade bodies representing the fish-frying industry have made great efforts to
promote fish and chips as a national institution that is part of Britain's heritage.

Page36
Photo: Two young women eating fish & chips
Southsea, 30 May 2012
Santander warns that we should be aware that the current economic downturn
means that people now have less money to spend on take-away and restaurant
meals. They emphasize that it is very important a fish & chips shop offers
customers the range of meals they want as well as giving them good value for
money.
One issue which has become more and more important over the last few years is
the shortage of cod in the North Sea and reports of falling stocks of other fish.
Although cod from other sources is still reasonably plentiful, this has driven up
prices and caused many people to think twice about ordering cod. In fact, there's
growing pressure on caterers to take cod off the menu altogether.
Meanwhile, other food prices have also risen - as have rents, rates, energy prices
and cooking oil. It can be difficult to keep menu prices at reasonable levels while
still covering costs and making a realistic profit.
While this analysis is less positive for someone trying to start a facility that offers
only fish & chips, it fits well within our plans as fish & chips would help increase
the sales for our other food segments, while they also bear some of the overhead
for the fish & chips. At locations that have no fish & chips shops nearby – such as
at the Fratton site – the fish & chips section might do really well, also in view of
the somewhat traditional nature of the surrounding residential areas.
We also want to add a Dutch-Belgian touch by adding mayo to our offer as well
and an American accent through hot dogs. Rolls and sauerkraut are additional
purchases for the latter; ketchups and sauces already are part of the fish & chips

Page37
food inventory. These too are great items for the window that opens onto the
street.
Photo: Office worker in shirt sleeves,
eating a hamburger in Fratton on 30 May 2012

Page38
5.0 The Fratton location
The Contented Pig is located at 249 Fratton Road in Portsmouth, just before Lake
Road, close to St Mary’s church.
It has three main advantages. It is highly visible, it has a lot of motorized traffic
and sufficient footfall, and the building looks ideal for the purpose.
There also appears to be a gap in the market, locally. There are no food shops or
any other shops within a radius of certainly about five minutes on foot (a radius
of approximately 500 meters). The section between Holbrook Road and Fratton
Road contains only residences. The same applies for the area to the north of it,
west of Kingston Road. Fratton Road and Kingston Road have various food
providers, but only slightly further down.
In the direction along St Mary’s road, some food providers are present.
As it is currently the only building on that side that lines the sidewalk, it is
impossible to miss the building, both for motorized traffic and for pedestrians. It’s
light-colored facade on the north side enhances that.
Footfall is decent, as the location is on the way to the Bridge shopping centre,
with Asda, and other shops on either side. It is also on the way to Fratton train
station as well as Fratton football stadium. Home matches have a marked effect
on footfall. St Mary’s Church, located on the other side of the road, will also bring
some extra footfall, notably on the days of its fairs.
What is not clear at this point is what will happen to the parking area and

Page39
recently vacated council-owned building next to it, Merefield House. It would be
good to talk to the council and explore whether we can arrange car access from
the west side, from the entrance to Merefield House. Also, there is an adopted
public footpath to the south of Merefield House, which benefits us.
Merefield House will be sold subject to this footpath and if a purchaser
wishes to divert or formally close the footpath, a stopping up order will need to
be obtained.
In the photo on the left, The Contented Pig is located right under the area
indicated in red. This is the area indicated in green in the figure on the right.
Currently, potential customers pass the Contented Pig on three sides. This may
change somewhat in the future, depending on what will happen with the public
footpath next to Merefield House, but the visibility of The Contented Pig is likely
to remain high.

Page40
The following tables list the traffic counts for the Market Way count point (MW)
and the Kingston Crescent count point (KC). These figures are not robust, but
give an indication.
Table 5.2: Traffic to the west of The Contented Pig
MW
Year Pedal
Cycles
Motor-
cycles
Cars
Taxis
Buses
Coaches
Light Goods
Vehicles
All
HGVs
All
Motor
Vehicles
2004 55 90 9110 194 1169 364 10927
2005 47 74 8691 183 1246 377 10571
2006 547 142 10346 642 1077 222 12429
2007 341 136 10180 585 1133 210 12244
2008 383 130 9957 508 1157 211 11963
2009 383 144 10176 502 1175 198 12195
2010 385 138 10114 569 1255 205 12281
Table 5.3: Traffic to the north of The Contented Pig
KC
Year Pedal
Cycles
Motor-
cycles
Cars
Taxis
Buses
Coaches
Light Goods
Vehicles
All
HGVs
All
Motor
Vehicles
2004 705 199 11323 704 1838 290 14354
2005 675 209 10972 737 1851 278 14047
2006 474 236 11438 770 1786 420 14650
2007 423 336 11015 749 1939 415 14454
2008 343 221 11158 614 2136 497 14626

Page41
2009 634 376 10862 734 1391 348 13711
2010 994 326 10655 680 1412 329 13402
The footfall is nowhere near what it is like in Commercial Road, but our micro-
malls would not depend on footfall only. They would become a destination as well
(a percentage of the customers would make a special journey to us) and also
attract customers from the surrounding residential areas. The homes notably on
the west side of Fratton Road are all well-cared for; people care about where they
are living, feel at home, take pride in their homes.
I conducted several footfall counts, as summarized in the table below. Evening
counts were useless at the time, as EURO2012 was in full swing and everyone
was watching telly.
Table 5.4: Footfall Fratton location
Description 13:20 –
14:20 Sat,
June 9, 2012
17:05 –
18:05
Wed, June
13, 2012
17:07 –
18:07 Tues,
June 19,
2012
Passed in front 112 118 321 (total, on
both sides)Passed on
other side
123 135
Of those,
parties with
children
21 21 14
Passed in front
on bicycles
21 18 44
Total real
footfall
235 + 21=
256
253 + 18 =
271
321 + 44 =
365
Details
In November 2010, there was a small fire in an upstairs bedroom of the
Contented Pig. Apparently, two homeless people were living in the building at the
time. Hampshire Fire and Rescue Service and Community Wardens then visited
the premised. The building was boarded up so that entry was no longer possible.
It has a twentieth-century front of red brick, but the rear is estimated as
Georgian or earlier. This building has seen continual use for the same purpose for
around 200 years. The council apparently would like the building preserved (also
the Vicarage and Vicarage Cottage) so as to be in keeping with the character of
the area. It is not sympathetic toward what it calls overdevelopment. It might be
good to alter currently present alterations or decorations that do not fit well
within the area.
It would be good to talk to the council and explore whether we can arrange car
access from the west side, from the entrance to Merefield House. Also, there is an
adopted public footpath to the south of Merefield House, which benefits us.
Depending on what happens with the foot path, we may have to decide that we
prefer to have car access from Nutfield Place rather than from Fratton Road, also
for the sake of traffic safefy. The purchaser of Merefield House will need to obtain
a stopping up order if it wishes to divert or close the footpath.

Page42
It is essential to get good advice and consult with the city council before putting
in any planning applications in any case. In practice, the Planning Committee
often rejects applications on sheer technicalities. This can be avoided. It is also
important to supply the right maps that accurately represent the situation on site.
The Planning Committee does not always define its criticisms and wishes very
clearly, but is aware of this. Phrases like “in keeping with the character of the
conservation area” are incredibly vague. In practice, this can boil down to “such
that no citizens object, and all us like it”. Citizens’ concerns tend to focus on any
inconvenience such as finding it harder to park their own cars. There will be no
alcohol on the site and opening hours will be decent, but it is imaginable that
some citizens may have questions about noise coming from the terrace in
summer. As the area has a great deal of traffic, I think we can make the point
that the traffic – on the other side - will usually produce more decibels than a
couple of families enjoying ice cream.
The person to contact at the Planning Committee appears to be:
Mr James Brewer, Planning Services, Portsmouth City
Council, Civic Offices, Guildhall Square, Portsmouth,
PO1 2AU. Telephone 023 92 834825.
Email: james.brewer@portsmouthcc.gov.uk

Page43
6.0 Marketing strategy
Social media
I want to hire a social media consultant. I could outsource social media, but that
would cut into authenticity. It can also create complicated legal angles if I
outsource the social media. I should be able to get by with 10 to 30 minutes per
day on Facebook, Twitter and similar media. I have already set up a Facebook
page and Twitter account.
I will hire a consultant and a designer in the startup phase to set it up for me
(branding). We will also use this branding for our printed materials. I have
already decided on a colour scheme that fits well with what people are currently
looking for (bold and vibrant colours). It consists of the two colours TacoMundo is
using (a very rich golden yellow and a warm terra red) and a warm and rich blue
that will add a touch of style. These are colours I have used before and they
create a good atmosphere, slightly classy, but very relaxed. They are tropical
colours, colours of an ocean sunset.
From time to time, we will need to get the social media consultant in to have a
look at what we are doing, what is working and what is not.
Publicity
I want to advertise on AboutMyArea and I want a review from one of their
restaurant visitors. Portsmouth’s AboutMyArea site is the country’s second-best
visited AboutMyArea site and its owner and operator, Haley Storey, is very
dedicated and hard-working.
QR code
We can have a QR code painted on shutters and doors, or the side walls, linking
to the web site. This could be a great way to link up with passing traffic.
Flyers and coupons
I want to hand out flyers and coupons, also at the Hoovercraft and ferries, for
either a free burrito, taco, chips, pitta with three or four falafel balls or a free ice
cream cone to be used in the first two weeks of business. If they use the coupon
later, it will give them a 10% discount.
Entertainment
I want to have face-painting, balloon-sculpting, and, if possible, live music in the
week when we open, all week. I want 3D street art (Julian Beever). This is

Page44
wonderful to see and it will certainly draw publicity. People will video this and
those videos will be posted to YouTube. That can really jumpstart our turnover.
His works take up to four days to complete, so would be great for opening week.
Street artist competition
Prior to opening, I want a competition for local (street) artists to come up
with a design for the shutters (if they are fully closed ones, not a mesh). The
winner would then get to implement his or her design. This too will involve the
above media.
Test panels
The test panel sessions that we run prior to opening will also generate publicity,
as will any food give-aways and so on.
Community ties
Developing strong community ties (by for instance offering the photocopier) will
also generate good word of mouth publicity.
Radio stations, etc
Some radio stations are also event sponsors. They may even want to sponsor the
street artists or the 3D art.
The marketing strategy does need to be elaborated. See also “Community ties
and entertainment” on page 18.

Page45
7.0 Management and staffing
As I have developed this plan, I would be the appropriate person to lift this plan
off the ground, do the purchasing, develop any recipes, standard operating
procedures and such. I would hire several people as consultants before we open,
to get expert input on vital matters. After a year or so, when operations have
stabilized, I could hire a new manager at a better salary, withdraw and remain
available (on-site) for advice and for emergencies.
In the first year, I would very likely also do a great deal of the cleaning (including
toilets). Once a cleaning service starts taking care of the rest of the premises,
this service could also clean the restaurant floor, the toilets and possibly the
break room.
All staff will be able to fulfill all functions at the premises (including tills). Delivery
staff will also be able to deliver food to customers; not all other employees will be
suitable for that role, and they won’t be selected on it (but it may be good to
keep in mind.
Tills will be placed strategically and all food types and products can be handled on
all tills. At some hours, we can operate with limited staff by using the two
vending windows and service the terrace only, and we could also for example
only offer ice cream at the vending windows (for example on sunny Sundays, or
Sundays with events). This would also mean that the restaurant area wouldn’t
need cleaning. The vending windows add a lot of flexibility.
MiniMart
I will have one employee solely for the MiniMart.
Food sections, and general
Scheduling will cover breaks. I, as manager, will be able to cover some of the
breaks, and small-scale absences too. In the event of, say, a flu epidemic, I won’t
be able to cover, and there will likely be a heavy demand on delivery. In such an
event, I should hire tem staff to help out.
I have started making rosters. I haven’t worked out the holiday cover in detail
yet, but I think that I can plan them such that the manager (i.e. I) can fill those
temporary vacancies. I may have to hire an occasional temp or engage work
placement trainees, but that should be fine.
15 seconds less of waiting time for customers generally means 1% of growth.
Adequate staffing is therefore important. Therefore, I initially wanted to start up
with 2 persons per food section, full-time, but that would mean that we would be
overstaffed at some hours of the day. It also signified a pretty heavy payroll load.
I came up with a workable alternative, which involves employing 12 employees,
in fte, and that includes me.
After all, a Maoz store typically can operate with only 3 to 4 employees depending
on the time of day. The ones I know usually only have one or two employees
present (but they don’t deliver). Fish & Chips shops also operate with 2 to 4
employees (but don’t deliver either).
In general, a limited-service restaurant like ours should spend between 25% and
35% of revenue on staffing, and, if possible, less.

Page46
I will monitor turnover and profits as well as waiting times closely. Twice a year, I
will ask customers about waiting times, opening hours, pricing and the like. If my
turnover is large enough to support it and I think that waiting times are limiting
our turnover, I can hire more staff.
Delivery
The delivery department will have four part-time employees. We only offer
delivery, from 5 pm to 9pm. The delivery employees can also cover for the other
staff’s dinner breaks etc, when needed and possible.
All staff will get the so-called living wage, which is still only at the level of the
Netherland’s minimum wage, and price levels are much lower there for almost
everything.
In principle, all staff will also get a £100 Christmas bonus (per fte), but this is not
in their contracts. In principle, they will also get a £100 vacation bonus (per fte)
at the end of May. This too, will not be in their contracts.
I want my staff happy and dedicated and motivated. Happy staff also generates
good word-of-mouth publicity. A surprise bonus works better than having
bonuses in the contracts. Vacation money is standard in the Netherlands, and
much higher (usually one month’s wages, but it is taxed higher than regular
wages). Dutch businesses also used to have Christmas bonuses or Christmas
baskets/gifts, but this is not a rule and related to how the economy is doing. I
have included these bonuses in the budget as 200 per year per employee, tax-
free. If need be, I can economize on this by halving the bonuses, and skip my
own. I do want two bonuses as it is fairer on new or leaving staff.
Staff will enjoy a 10% discount on all food, drinks and ice cream.
Table: Personnel
Personnel plan
Year 1
Managers (1) £14,976
Food section staff (8 full-time equivalents) £119,808
Delivery staff (4 half-time) £29,952
MiniMart staff (1 full-time equivalent)
NIC due from us is 13.8%, on top of the above
(reality may be slightly different for the part-time staff)
£14,976
£24,800
Total 12 fte
Total payroll (including NIC due from us) £204,512
This is exclusive of any bonuses. In general, a limited-service restaurant like ours
should spend between 25% and 35% of revenue on staffing, and, if possible,
less. 35% of a turnover of £600,000 is £210,000.

Page47
8.0 Implementation
Sourcing
When the renovation is underway, I will develop the sourcing. I will consult the
owners of successful established business who are at such distances that they will
feel no competition from me. I want to talk with three business owners in
Southampton, one of which I have discussed his business with before. I want to
hire one person as a consultant for the Tex-Mex food. Ideally, I want to go on a
purchasing expedition with that person locally too, but if not, then I will go
shopping with the person for his or her business.
As I will make most of the falafel-related dishes on location, I will also start
experimenting with that, and order ingredients from various suppliers. That way,
I can test various factors.
Some suppliers offer training for new clients. Some suppliers also happily offer
the first batch or order for free. It is in the suppliers’ interest to help me get
started and keep me running, and I can work with that.
The fast food and ice cream are also available as take-away and delivery. The
food will be high-quality and will not contain ingredients like corn syrup and high
fructose levels.
We will make our own falafel. That will allow us to come up with the best quality
as well as cut costs. Falafel can be frozen, stored frozen, and thawed prior to use.
We will order the pitta bread from a supplier. We will include pickled ginger
among our pickled foods. Falafel bars rarely offer pickled ginger; it tends to go
with sushi. We will pickle our own ginger. That will save on costs, and that way
we can create exactly what we like. People either love ginger or hate ginger, but
the latter can easily avoid it. Ginger lovers will appreciate having the option, and
may seek us out for that reason.
We do not plan to make our own ice cream, as it is highly specialized work that
requires extreme dedication and high-quality fresh ingredients that may not
always be easy to find. It would take up too much time and effort for the sort of
establishment I have in mind, but I do want high-quality ice cream from a
supplier. I cannot rule out that eventually, we will make our own ice cream.
We will order the tacos, tortillas and the like from a supplier. We will obtain beef,
cheese from another one. A third one will be the source of the vegetables for the
falafel bar as well. We may (have to) make our own pickled vegetables as well.
We will process potatoes and fish on-site. We will make our own batter, and we
will also have several sauces, for customers who would rather not have salt and
vinegar. I want to offer mayo as an option with the chips as well; this is a
Dutch/Belgian option. As mayo contains vinegar, British people may like this too.
Pricing
Taco Bell’s products are all 99p. McDonalds has many items for 99p as well. I
cannot compete with that, but I will have items that cost only 99p.
Fish and chips tends to cost around 4 pounds.

Page48
Taco Mundo has a wide range of prices, with increments of only 20 eurocents,
starting at €2.25, and going up to €6.95 (except multi-product combinations). It
seems to work for them.
Greggs uses various prices as well, starting with drinks at £1.85, and products at
£2.15 and £2.40 and the like. It seems to work for them as well.
I will have to establish the exact prices after I have developed the sourcing in
detail. I have a tendency to go for simple pricing, but in reality, complicated
pricing seems to work much better. This can be tested in our panel sessions. We
can also ask the participants what they think of the prices, and see how that
compares with what they actually “purchased” during the sessions.
Menu deals are a must and we will have items for 99p.
Test panels and finding job applicants
The ground floor will be finished first. In the month before opening, I will run at
least 4 sessions of about 2 hours to which I invite 20 volunteers from the public,
including potential job candidates. These sessions will test different food varieties
as well as pricing. They will also give me a chance to observe potential job
candidates in a more or less operational setting in which they will be more
relaxed and more genuine than in job interviews.
The idea is to hand everyone £10 or £20 “spending money”, which can be in the
form of coupons, and ask them to go to the counters and buy food. I will monitor
and evaluate what happens. I will also have a list of questions, let them try and
vote on recipe variations and the like.
It will also be a great way to start creating a buzz, if people have managed to
overlook the obvious developments at the building for example because they are
living in a different part of town.
I can liaise with the Job Centre about applicants, but also hand out flyers.
Publicity
A Facebook page and Twitter account have been set up. I will liaise with Haley
Storey of About My Area about publicity via her site. I will also hand out flyers
and coupons in the mornings to passengers arriving with and leaving with the Isle
of Wight hovercraft and ferry. Other combined marketing actions, with other
businesses and organizations, are likely. See also the chapter titled “Marketing
Strategy” that starts on page 43.
Staff training
Staff will be trained in the week before opening. This training will include
obtaining food hygiene certificates for those who don’t have them yet, and health
and safety matters. It will also result in the establishment of preliminary Standard
Operating Procedures, to be included in manuals for each section of the
enterprise. The first-level food hygiene courses can be done online for as little as
about £25, but I would like to hire someone from for example Highbury College to
conduct a session on-site.
Facilities for customers
There will be wireless internet for our customers. Not having it will prevent some
people from visiting. One guy who works in a corner for four hours is not such a
problem, but one guy like that not being able to tell his contacts about us or
worse (being negative about us not having the service) would be a problem.

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